Leadership and Followership Communication Chapter Two

 “Nature has given us two ears, two eyes, and but one tongue---to the end, we should hear and see more than we speak.  Socrates

Leadership Models  Model One: authoritarian, democratic or laissez-faire  Model Two: task vs interpersonal

Authoritarian  A style of leadership in which the leader uses strong, directive, controlling actions to enforce the rules, regulations, activities and relationships in the work environment.  Organizational Behavior, Nelson & Quick

Democratic  A style of leadership in which the leaders takes collaborative, responsive, interactive actions with followers concerning the work and the work environment.  Organizational Behavior, Nelson & Quick

Laissez-Faire (“leave them alone”)  A style of leadership in which the leader fails to accept the responsibilities of the position.  Organizational Behavior, Nelson & Quick

Authoritarian  Sets goals individually  Engages primarily in one-way, downward communication  Controls discussions of followers  Sets policy and procedures unilaterally  Dominates interaction  Personally directs the completion of tasks  Provides infrequent positive feedback  Rewards obedience and punishes mistakes  Exhibits poor listening skills  Uses conflict for personal gain

Democratic  Involves followers in setting goals  Engages in two-way, open communication  Facilitates discussion with followers  Solicits input regarding determination of policy and procedures  Focuses interaction  Provides suggestions and alternatives for the completion of tasks  Provides frequent positive feedback  Rewards good work and uses punishment only as a last resort  Exhibits effective listening skills  Mediates conflict for group gain

Laissez-Faire  Allows followers free rein to set their own goals  Engages in noncommittal, superficial communication  Avoids discussion with followers to set policy and procedures  Avoids interaction  Provides suggestions and alternatives for the completion of tasks only when asked to do so by followers  Provides infrequent feedback of any kind  Avoids offering rewards or punishments  May exhibit either poor or effective listening skills  Avoids conflict

Generations  Veterans: born between 1922 and 1943 (52 million born)  Baby Boomers: born between 1944 and 1960 (73 million born)  Generation Xers: born between 1961 and 1980 (70 million born)  Generation Nexters: born between 1981 and today (70 million born)

Leadership Styles for Different Generations  Veterans –Gain their trust –Respect their experience  Baby Boomers –Show appreciation of work –Involve in decision making –Offer opportunities to serve as mentors

Leadership Styles for Different Generations  Generation X –Be truthful –Respect sense of work/life balance –Respect their experiences  Generation Nexters –Provide structure and leadership –Clarify long-term goals –Offer mentoring programs

Task Orientation  Disseminates information  Ignores the positions, ideas and feelings of others  Engages in rigid, stylized communication  Interrupts others  Makes demands  Focuses on facts, data and information as they relate to tasks  Emphasizes productivity through the acquisition of technical skills  Most of the time communicates in writing  Maintains a “closed door” policy

Interpersonal Orientation  Solicits opinions  Recognizes the positions, ideas, and feelings of others  Engages in flexible, open communication  Listens carefully to others  Makes requests  Focuses on feelings, emotions, and attitudes as they relate to personal needs  Emphasizes productivity through the acquisition of personal skills  Most often communicates orally  Maintains an “open door” policy

Studies that Identified Communication Patterns of Leaders  The Michigan Leadership Studies  The Ohio State Leadership Studies  McGregor’s Theory X and Theory Y  Blake and McCanse’s Leadership Grid

The Michigan Leadership Study  Conducted shortly after WWII  One dimensional  Identified two basic leadership styles: –Production oriented –Employee oriented  A building block for newer leadership studies

Ohio State Leadership Studies  After WWII  Measured specific leader behaviors  Identified two dimensions –Consideration –Initiating Structure  A leader could possess varying amounts of both dimensions

Theory X and Theory Y  Douglas McGregor, MIT Professor  Identified two approaches to supervision: –Theory X: These managers think people do not like to work and like strict supervision. –Theory Y: These managers think work is a source of satisfaction and want the responsibility.

Blake and McCanse’s Leadership Grid  Has also been called the Managerial Grid  Focuses communication styles –1,1 Impoverished Mgt –9,1 Authority-Compliance –5,5 Middle of the Road Management –1,9 Country Club Management –9,9 Team Management

Kelley’s Characteristics of Followership  Alienated followers  Conformists  Pragmatists  Passive Followers  Exemplary Followers

DePree’s Suggestions on Leadership  Leaders can create a negative environment that will not allow followers to grow  Leaders must give good training and access to all relevant information  Leaders must make followers feel needed  Successfully managing change is essential for survival  Leaders must listen and help, especially when they don’t like what they hear  Leaders must be fair in providing resources and in their evaluation of followers

 “The achievements of an organization are the result of the combined effort of each individual.”  Vince Lombardi